Nemawashi

Nemawashi is "a semi-formal but systematic and sequential consensus building procedure in Japan by which the approval of a proposed idea or project is sought from every person in a significant organizational position. For foreigners planning research in Japan, this concept has important implications since the project approval process is more obscure than in many Western countries."

"Nemawashi cannot be translated into the English language because it contains an aspect of meaning peculiar to Japanese culture." The closest word in English to nemawashi is pre-arrangement but without the connotation with conspiracy. In Japan nemawashi is usually used as a way of interpersonal communication to gather or sustain current and future relationships

"According to the Kenkyusha, Kojien and Daijien language dictionaries, the word nemawashi originally comes from Japanese gardening. Ne means root or base, and mawashi means to go around. One to two years before a tree is to be transplanted, the roots are cut circumferentially around the base of the trunk. The tree responds by sending out many new roots that insure the tree's survival when it is later transplanted."

In practice

Nemawashi is one of pillars of Toyota production system. It refers to preparing for change. Before the change occurs in the company, workers should be prepared. Nemawashi is building consensus around the planned change.

All improtant people should be informed about the change before the official meeting. They should be prepared, not surprised. It helps to keep the face which is very important in Japanese culture.

Nemawashi is one of Lean manufacturing pillars, together with: Heijunka, Poka yoke, Konnyaku stone, Andon, Just in time, Jidoka, Kaizen, Genchi genbutsu, Hansei.

Nemawashi is "a process aimed at incorporating participants' opinions and avoiding potential unhealthy conflicts among members. The advantages of the systems include improved quality of the decision, risk sharing and participant involvement. It is a time-consuming but at the same time responsibility-sharing method."

Examples of Nemawashi

• In business, Nemawashi is a process of informal consultation with stakeholders prior to introducing a new idea or policy. It can involve meetings with supervisors and colleagues, reading documents, and discussing the topic at hand with colleagues.
• In politics, Nemawashi is a process of gaining support for a certain policy or law within the government. It involves meetings with political leaders, making phone calls, and gathering support from other like-minded individuals.
• In the corporate world, Nemawashi is a process of gaining consensus from employees and management prior to introducing a new idea or policy. It involves meetings with different stakeholders, discussing the proposal, and gaining feedback from those involved.
• In the academic world, Nemawashi is a process of gaining support for a certain research project or paper. It involves meetings with professors and researchers, discussing the project, and gaining feedback from those involved.

Advantages of Nemawashi

Nemawashi is a consensus building procedure in Japan which is used to seek approval for proposed ideas and projects. There are several advantages to this process, including:

• It encourages a collaborative approach to decision making, ensuring that all stakeholders in a project have a say in its success.
• It reduces the risk of decisions being taken without proper consultation, thus avoiding potential conflicts of interest.
• It also ensures that everyone involved understands the implications of the decisions made, as they have had the opportunity to consider them in detail.
• It can help to build relationships between stakeholders, as they are given the chance to discuss the issue at hand and come to an agreement.
• It encourages an open and transparent approach to decision-making, which can help to build trust.
• It can also help to ensure that decisions are taken in the best interests of the organization, rather than for individual gain.

Limitations of Nemawashi

Nemawashi is a consensus-building procedure in Japan that is used to gain approval for proposed projects or ideas. Though this approach is useful in some instances, there are several limitations that should be taken into consideration. These include:

• Time Consumption - Nemawashi requires a significant amount of time to reach a consensus, as it involves gaining approval from every person in a significant organizational position. This can be especially time-consuming in larger organizations.
• Lack of Flexibility - This method is not always suitable for rapidly changing environments, as it is designed to reach consensus through a slow and methodical process.
• Unclear Outcome - Since the consensus-building process is more obscure than in many Western countries, the outcome of the process can be unpredictable and difficult to ascertain.
• Resistance to Change - Since Nemawashi relies on a consensus among all organizational members, it can be difficult to get approval for radical changes or unconventional ideas.
• Hierarchy - This method of consensus-building is heavily dependent on hierarchical systems and thus may be difficult to implement in organizations without such a structure.

Other approaches related to Nemawashi

Nemawashi is one approach, but there are a few other related approaches to consensus building in Japan. These include:

• Tatemae-Honne: This approach is based on the idea that there are two sides to communication in Japan. The public side (tatemae) and the private side (honne). Tatemae is the face that people present to the public, the version of themselves that is accepted by society and their peers. Honne is the true feelings and desires that are hidden and only expressed in private.
• Omotenashi: This approach is based on the concept of hospitality and selfless service. It is rooted in the Japanese culture and is seen in the way people are treated in Japanese businesses and other areas of life.
• Wa: This approach is based on harmony, cooperation and respect. It is the idea that a group of people should work together to achieve a common goal.

Overall, these approaches are rooted in Japanese culture and are used to build consensus and work towards common goals. They are important to understand when working in Japan, as they can help ensure successful collaborations and projects.

Nemawashi — recommended articles

Ringi — Cross-cultural leadership — Social innovation — Process of business communication — Values and beliefs — Brainstorming — Core values — Types of change agents — Low power distance

References

• Mitsuko Saito (1982) Nemawashi: A Japanese Form of Interpersonal Communication, ETC: A Review of General Semantics, Vol. 39, No. 3
• Villalba-Diez J., Ordieres-Meré J., Chudzick H., López-Rojo P. (2015). NEMAWASHI: Attaining Value Stream Alignment within Complex Organizational Networks Procedia CIRP, Vol. 37, Pages 134-139, ISSN 2212-8271
• Watabe K., Holsapple C. W., Whinston A. B. (1992). Coordinator support in a nemawashi decision process Decision Support Systems, Vol. 8, Iss. 2, Pages 85-98, ISSN 0167-9236,
• Wolfe M. D. (1992). A theoretical justification for Japanese nemawashi / ringi group decision making and an implementation of a nemawashi / ringi group decision support system Decision Support Systems, Vol. 8, Iss. 2, Pages 125-140, ISSN 0167-9236